Social Impact
At Union Pacific, we have a reputation for getting the job done and doing it well. Equally important is the way we do it – safely, ethically and respectfully. We want to be as vital to our nation’s future as we’ve been to its history.
That means creating an environment that attracts the best people to do their best work and building dynamic relationships with the communities we serve. An engine of economic change, Union Pacific added thousands of employees to our payroll for the second straight year and helped create even more jobs through economic development projects. We are positioned to lead our industry in the areas that impact people most, areas such as safety, job creation, customer satisfaction and community education.
Commitment to Employees
Our employees don’t just work for Union Pacific – they are Union Pacific. That’s why we offer challenging and rewarding work to fit the diverse needs, talents and ambitions of the people in our workforce. We pride ourselves on hiring the right people and providing them with the resources, training and support they need to reach their potential.
To learn more about jobs at Union Pacific or to apply for a position, visit www.unionpacific.jobs.
Benefits
As healthcare costs continue to rise, Union Pacific has kept employee premiums below the national average.* Specific benefits vary based on whether employees are nonunion or part of a collective bargaining agreement. Union Pacific offers among the best health and wellness and retirement packages in the industry.
Well-Being
Since the launch of our wellness program 25 years ago, we have expanded the number of tools available to help our employees make healthy choices and proactively address health concerns, including stress, smoking, diabetes and depression. The program offers employees a variety of ways to reach their health goals, including:
- Wellness Portal. New in 2011, a confidential, personalized online tool that lets employees assess their health, set goals, build a plan and track progress; also available to spouses and domestic partners.
- Health Savings Account. Incentive contributions of up to $2,800 per family and $1,250 for individuals participating in the wellness incentive program – including the addition of spouse incentives in 2012.
- Occupational Health Nurses. More than 40 nurses equipped with special training on railroad culture and safety who serve as trusted resources for employees in the field.
- System Health Injury Protocol II (SHIP II). Employees at risk of injury due to lower fitness levels are paired with personal trainers to improve their overall wellness.
- Fitness centers. More than 2,800 facilities are available nationwide to let employees exercise free of charge – double the number available in 2010.
- Employee Assistance Program. Short-term counseling, guidance and referral services to employees and their families with personal and work-related problems.
- Peer Support. A team of more than 1,000 employee volunteers trained to support fellow employees and their families through physical, psychological or emotional stress.
- Tobacco Cessation. Smoke-free work environment, lifestyle coaching and pharmacological interventions for those trying to quit.
- Annual Health Wealth Expo. Education from health experts to approximately 2,000 employees and their spouses annually; includes seminars, free screenings, flu shots and even a farmers market offering fresh produce.
- Friend to Friend Network. Financial assistance for active or retired railroaders and their immediate families who have suffered a medical emergency or a disaster that forced them out of their homes; helps an average of two families every day.
* Union Pacific has managed healthcare premium costs for its nonunion plans. Union plans are nationally negotiated.
Recruiting
Community
- Participated in diversity events and job fairs
- Attended career days at high schools in the communities we serve
- Educated military veterans about career opportunities at military career fairs
- Developed partnerships with area employment organizations
Union Pacific hired approximately 4,500 union and professional employees in 2011 and we plan to hire about 4,000 in 2012, based on attrition and business growth. We recruit in our communities and at colleges to find the most qualified employees.
College
- Met with multicultural business student groups
- Conducted classroom presentations to communicate career opportunities
- Led career services roundtables
- Socialized at meet & mingle events
- Met with specialized student groups
- Sponsored executive luncheons
- Participated in diversity leadership symposiums
- Held mock interviews
Military Recruiting
Former service men and women fit well into the culture and fabric of Union Pacific. They are dedicated, committed and trained, all traits that allow for a smooth transition into the quality jobs that we are able to provide. We actively recruit and hire military men and women. Since 9/11, Union Pacific hired more than 7,000 employees with military experience. Overall, about 20 percent of the company’s 45,000 employees are veterans.
In 2011, the National Chamber Foundation, the nonprofit think tank of the U.S. Chamber of Commerce, presented Union Pacific Railroad the Hiring Our Heroes Award for Post 9/11 Veteran Employment and Internships. The company was nominated by a variety of nonprofit and veteran services organizations for its commitment to hiring and supporting military veterans. Union Pacific was the only railroad to win a Hiring Our Heroes award.
Employee Diversity and Inclusion
To best serve our customers, Union Pacific draws upon the expertise and experiences of individuals from all backgrounds. That commitment doesn’t end with recruitment. A number of employee resource groups provide a community to support recruitment, retention and career advancement – and keep diversity a top priority of our corporate leadership.
We are continually evaluating these groups and adding new ones to support the personal and professional growth of our employees. This year, we launched two new resource groups, the Asian Employee Resource Organization and UPVETS.
Urban League Recognition
Union Pacific Senior Vice President – Human Resources Barb Schaefer (center) accepted a diversity and inclusion award on behalf of the company from the Urban League of Nebraska, which recognized Union Pacific’s commitment to encouraging and celebrating diversity.
Employee Resource Groups Include:
- Asian Employee Resource Organization
- Black Employee Network
- Council of Native American Heritage
- Latino Employee Network
- Lead, Educate, Achieve and Develop (women’s network)
- UPVETS (military veterans)
In addition, we provide emerging professionals an opportunity to build a community with co-workers through our UP Ties employee group. It is designed to strengthen their understanding of the company, heighten leadership skills and establish professional connections.
Five Generations on the Rails
Roger Sturman, father of Union Pacific senior claims representative Brent Sturman and a former electrician
in Idaho Falls, was featured in the company’s 1970s “We Can Handle It” ad campaign.
Testament to Union Pacific’s sustainability as an employer, many families have had multiple generations work at the railroad. Few, however, can match the pedigree of the Sturman family in Pocatello, Idaho. The five-generation railroading family’s history dates back to the turn of the century when William Sturman joined the Oregon Shortline Railroad as a fireman. Today, his great-great grandson Brent works in our Claims Department. Between the two were Earl, a crane operator in the Pocatello wheel shop; Roderick, a blacksmith and union steward; and, Roger, an Idaho Falls electrician and locomotive engineer who was also featured in Union Pacific’s 1970s We Can Handle It advertising campaign. Incidentally, Brent’s grandfather on his mother’s side also worked for Union Pacific, as a night watchman for the Pocatello shops.
Empowering Employee Voices
UPOnline is our online employee resource hub. Through it, employees are able to provide feedback and recognize each other for a job well-done. In 2011, employees posted nearly 1,700 comments to articles published on our daily newswire. They also posted 735 “service salutes.” Launched in July 2011, service salutes provide employees a public platform to commend coworkers for extraordinary efforts in their day-to-day job activities.
Training and Career Development
Because our employees are our greatest asset, they are also one of our greatest investments. To safely and successfully navigate new technologies and develop the skills that will keep us at the top of our industry, we offer employee training, educational assistance and career development. In addition, daily job briefings, rules testing and safety training are integrated into all work processes.
Our training and career development programs include:
Safe Workplace
Union Pacific’s 1.15 reportable injury rate in 2011 was the best in company history, exceeding 2010’s record performance. From 2002 to 2011, the rate improved by an incredible 52 percent. We are proud to have an exceptional safety record in what is already the safest industry for ground freight transportation.
Union Pacific employees lead our company’s commitment to a Total Safety Culture (TSC). Through a voluntary program, they improve employee safety with training and providing observations and feedback. TSC directly empowers our union employees to address at-risk behaviors. It receives the full backing of senior management.
Six Years Injury Free
Gang 9056, a 25-member construction crew based in Colorado, has completed projects across the Northern Region. And they’ve done it injury free for six years. The impressive safety record, dating to July 2005, is a product of great communication and frequent safety briefings.
"They have very thorough safety briefings every day," said M. Cole Nelson, facilitator-Total Safety Culture. "Whenever there is a change in conditions, they brief again. So if conditions change every two hours, they brief every two hours."
When the TSC implementation team meets to discuss new safety methods, they talk about potential risks that are occurring, and those that might arise, to investigate them before there’s an incident or problem. According to Nelson, the process empowers employees. Sometimes the least outspoken employees come up with the best ideas.
